Team | Trust (Emotion) | Team Building



How Would You Define a Group?
• Two or more people who interact regularly to accomplish a common purpose or goal. • Groups are a ubiquitous part of organizational life.

What Are the Types of Groups?
• Functional Group:
– A permanent group created by the organization to accomplish a number of organizational purposes with an indefinite time horizon.

• Informal or Interest Group:
– Created by its own members for purposes that may or may not be relevant to organizational goals.


What Are the Types of Groups? • Task Groups? To accomplish a relatively narrow range of purposes within a stated or implied time horizon. 4 .

What Does a Team Consist of? • A group of workers who function as a unit. • They function with little or no supervision to carry out workrelated: – Tasks – Functions – Activities 5 .

What is a Team? Unit of 2 or more people Interact or coordinate their work To accomplish a specific goal • Team: Small group with complementary skills who hold themselves mutually accountable for common purpose. and approach. 6 . goals.

Differences Between Groups and Teams  Designated leader  Individual accountability  Identical purpose for group & organization  Individual work products Groups Teams  Shares/rotates leader  Accountable to each other  Specific team vision or purpose  Collective work products  Runs efficient meetings  Effectiveness=influence on business  Discusses. decides. decides. shares 7 work . delegates work to individuals  Encourages open-ended discussions  Effectiveness=value of collective work  Discusses.

8 .

• A common feature of self-managed teams is cross-functionalism. . • Administrative oversight involves delegated activities such as planning. monitoring. • Self-managed teams blur the distinction between manager and subordinate. but they do not 9 eliminate the need for all managerial control. • Some managers see self-managed teams as a threat to their job security. scheduling. and staffing.Self-Managed Teams • Self-managed teams are groups of employees granted administrative oversight for their work.

Ways to Empower Self-Managed Teams 10 .

Schedule work assignments Work with outside customers Conduct training Set production goals/quotas Work with suppliers/vendors Purchase equipment/services Develop budgets Do performance appraisals Hire co-workers Fire co-workers 67% 67 59 56 44 43 39 36 33 14 11 Source: Adapted from “1996 industry Report: What Self-Managing Teams Manage. p. 69 .Survey Evidence: What SelfManaging Teams Manage Percentage of Companies Saying Their Self-Managing Teams Perform These Traditional Management Functions by Themselves. October 1996.” Training.

Team Effectiveness Model Organizational and Team Environment • Reward systems • Communication systems Team Design •Task characteristics •Team size •Team composition • Achieve organizational goals • Satisfy member needs • Maintain team survival Team Effectiveness • Physical space • Organizational environment • Organizational structure • Organizational leadership Team Processes •Team development •Team norms •Team roles •Team cohesiveness 12 .

Characteristics of Effective Teamwork 13 .

Why Work Teams Fail 14 .

Homogeneous vs. Heterogeneous Teams Homogeneous Teams Heterogeneous teams • Higher satisfaction • Less conflict • More conflict • Slower team development -takes longer to agree on norms and goals • Faster team development • More efficient coordination • Performs better on simple tasks • Better knowledge and resources for complex tasks • Tend to be more creative • Higher potential for support outside the team 15 .

Quality Circles • Quality circles serve as consultants only and exist outside the normal channels of organizational authority. They primarily influence production and service operations at the lowest levels. 16 . • Positive impact on outcome variables.

Stages of Team Development Performing Norming Storming Forming Existing teams might regress back to an earlier stage of development Adjourning 17 .

3.” Informal rules and expectations team establishes to regulate member behaviors 1.that guides their behavior. or action -. opinion.shared by two or more people -.Team Norms • • Norm: “An attitude. 2. 4. Explicit statements Critical events in team’s history Primacy Beliefs/values members bring to the team and team experiences Norms develop through: Why Norms Are Enforced • • • • Help the group or organization survive Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Clarify the group’s or organization’s central values and/or unique identity 18 . feeling.

Shaping Team Players Rewards Training Selection 19 .

strength of team members’ desires to remain a part of the team 20 11-20 .Effective Teamwork Requires: • Cooperation rather than competition – Within teams – Among teams within organizations • Trust reciprocal faith in others’ intentions and behavior • Cohesiveness a sense of “we-ness”.

Team Cohesiveness Outcomes Members of cohesive teams: • Want to remain members • Willing to share information • Strong interpersonal bonds • Want to support each other • Resolve conflict effectively • More satisfied and experience less stress . 21 .

s goals. 1. 5. 4. Channel each team member. Regularly update and clarify the team. 22 . Point out environmental threats to rally the team. 3. 5. Frequently remind team members they need each other to get the job done. 2. 2.” How to Enhance Cohesiveness • Socio-Emotional Cohesiveness 1.s common characteristics and interests.Effective Teamwork Through Cohesiveness Cohesiveness: “A sense of we-ness helps team stick together. Increase the status and prestige of belonging. Encourage interaction and cooperation. Recognize and equitably reinforce every member. 4. Emphasize member. Give every team member a vital “piece of the action”. • Instrumental Cohesiveness Keep the team relatively small.s special talents to the common goals.s contributions. 3.

Factors That Influence Group Cohesiveness FACTORS THAT INCREASE COHESIVENESS FACTORS THAT REDUCE COHESIVENESS •Inter-group competition •Personal attraction •Favorable evaluation •Agreement on goals •Interaction •Group size •Disagreement on goals •Intra-group competition •Domination •Unpleasant experiences 23 .

Figure 19.4: The Interaction Between Cohesiveness and Performance Norms 24 .

2000 Chapter 7 25 .Cohesiveness-Productivity Relationship Cohesiveness High Alignment of group and organizational goals Low High Strong Increase In Productivity Moderate Increase In Productivity Low Decrease in Productivity No Significant Effect On Productivity Prentice Hall.

Causes of Team Cohesiveness Member Similarity External Challenges Member Interaction Team Success Team Cohesiveness Team Size Somewhat Difficult Entry 26 .

tell • • • • • the truth). Fairness (give credit where due. be an active listener). Competence (demonstrate good business sense and professionalism). keep your promises).” How to Build Trust • Communication (keep everyone informed. Support (be available and approachable). objectively evaluate performance). Effective Teamwork Through Trust Effective Teamwork Through Cooperation • Cooperation • Competition 27 . Predictability (be consistent. give feedback. Respect (delegate.Trust: “Reciprocal faith in others’ intentions and behavior.

Interpersonal Trust Involves a Cognitive Leap Cognitive leap Faith in the other person’s good intentions Assumption that other person will behave as desired Firsthand knowledge of other person’s reliability and integrity Distrust Trust What can you do to build trust? 28 11-28 .

High-performance Teams Shared Responsibility Participative Leadership Aligned on Purpose High Communication Future Focused Rapid Response Attributes of high-performance Teams Creative Talents Focused on Task 29 .

Attributes of High Performance Teams 1) Participative leadership 2) Shared responsibility 3) Aligned on purpose 4) High communication 5) Future focused 6) Focused on task 7) Creative talents 8) Rapid response 30 11-30 .

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